Managerial Behaviour And Effectiveness-ppt 6f244z

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Managerial style & behaviour ‡ The successful manager has the ability to handle people effectively ‡ People respond according to the manner in which they are treated ‡ The behaviour of managers & their style of management will influence the level of performance achieved by subordinate staff

cssumptions about human nature Theory X Theory X assumes that ± ‡ The average person is lazy & has an inherent dislike of work ‡ Most people must be coerced, controlled, directed & threatened with punishments if the organisation is to achieve its objectives ‡ The average person avoids responsibility, preferring to be directed ‡ Motivation occurs only at the physiological & security levels

cssumptions about human nature Theory Y Theory Y assumes that ± ‡ For most people work is as natural as play or rest ‡ People will exercise self self--direction & self self--control ‡ Commitment to objectives is a function of rewards associated with their achievement ‡ Given the right conditions, the average worker can accept and seek responsibility

cssumptions about human nature Theory Y Theory Y assumes that ‡ The capacity for creativity in solving organisational problems is distributed widely ‡ The intellectual potential of the average person is only partially utilised ‡ Motivation occurs at the affiliation, esteem & self--actualisation levels self

cs situations demands ‡ Theory X and Y represent extremes of the natural inclination of managers towards a particular style of behaviour ‡ In practice the actual management style adopted is influenced by the demands of the given situation

vapanese Theory Z Characteristics of a Theory Z organisation ±

‡ Long Long--term employment, often for a lifetime ‡ Relatively slow process of evaluation and promotion ‡ Development of company company--specific skills & moderately specialised career path Ouchi

vapanese Theory Z Characteristics of a Theory Z organisation ± ‡ Implicit, informal control mechanisms ed by explicit, formal measures ‡ Participative decision decision--making but individual ultimate responsibility ‡ Broad concern for the welfare of subordinates & co--workers as a natural part of a working co relationship & informal relationships among people Ouchi

Blake & Mouton Managerial / leadership grid The grid provides a basis for a comparison of managerial styles in of ± ‡ c concern for production ‡ c concern for people

Managerial / leadership grid

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§ :: Blake, R.R. and McCanse, c.c. (1991) § ,, Gulf Publishing Co., Houston (1991), Grid Figure, p.29. Reproduced by permission of Grid International, Inc.

Managerial / leadership grid combinations 9,1 ± autocratic, relying on centralised systems & authority 1,9 ± hold a belief that contented staff will undertake what is required of them & achieve a reasonable level of output 5,5 ± middle middle--of of--the the--road, live & let live approach with a tendency to avoid the real issues 9,9 ± integrate task needs & concern for people

Managerial / leadership grid cdditional styles ‡ ' !! - organisational performance occurs according to a system of exchanges

‡ " #! !! - reward & approval are granted to people in return for loyalty & obedience; punishment is threatened for failure to comply

Dominant style of management The dominant style of management is influenced in any particular situation by: ‡ ' he nature of the organisation in which a manager is employed ‡ $ - the personal values, beliefs or ideals of the manager ‡ " he deep rooted personal history of the manager ‡ % - chance has not provided the manager with an opportunity to learn

Likert¶s management system & ± decisions imposed on staff & motivation is based on threats ± condescending form of leadership with motivation based on system of rewards % ± some trust in staff, motivation based on rewards & also some involvement ' " ± involves trust & confidence in staff with motivation based on rewards for achievement of agreed goals

§upportive relationships

These relationships are intended to enhance selfselfesteem and ego building. They contribute to subordinates¶ sense of personal worth, significance and dignity.

§upportive relationships c superior¶s behaviour is ive when there is: ‡ ‡ ‡ ‡ ‡ ‡

Mutual confidence & trust Opportunity to maintain a good income cn understanding of work problems & help in doing the job Genuine interest in personal problems Help with training to assist promotion c sharing of information

Management by objectives (MBO) c management style or system that relates organisational goals to individual performance & development through involvement of all levels of management The basis for MBO is ± ‡ The setting of objectives & targets ‡ Participation by individual managers in agreeing unit objectives & criteria of performance ‡ The continual review & appraisal of results

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MBO advantages & constraints ‡ Provides the opportunity for staff to accept greater responsibility & make higher level of personal contribution ‡ Modern form of scientific management

‡ Places too much emphasis on individual job definition & management authority structure ‡ cssumes no conflict between individual & organisational goals ‡ Not always easy to set specific targets or figures for senior jobs

Five essential principles §uccessful management of people is based on: ‡ honesty, trust, openness, mutual respect, co co--operation & ‡ a perception of employees as an essential asset to be invested in ‡ a clearly established set of principles applied in daily tasks ‡ fundamental leadership relating to vision, charisma & ability to gain team commitment & coco-operation ‡ the establishment of essential practices such as setting high standards & achieving them

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The effective management of people

The golden rule management philosophy ‡ ‡ ‡ ‡ ‡

Trust people fairly but according to merit Make others feel important Motivate people by praise Encourage §andwich every bit of criticism between two layers of heavy praise ‡ Have an open open--door philosophy ‡ Help other people get what they want ‡ Never hide behind policy or pomposity

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Managerial effectiveness c study by Proudfoot Consulting reported that ± Poor planning & inadequate management are still the key reasons for the majority of time wasted globally in the workplace

Effective & successful managers Luthans makes the following distinction: ‡

! ± defined in of the quantity & quality of standards of performance & the satisfaction & commitment of subordinates ‡ - ! ± defined operationally in of the speed of their performance within the organisation

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* ‡ The strength of motivation & the morale of staff

‡ Meeting important deadlines ‡ cccuracy of work

‡ The success of their training & development ‡ The creation of an organisational environment in which staff work willingly & effectively

‡ Level of complaints ‡ cdherence to quality standards ‡ Productivity ‡ cdhering to budgets set

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The 33-D model of managerial effectiveness ' ÄÄ%($

The 33-D model of managerial effectiveness .-- ÄÄ%($

General criteria of managerial effectiveness ‡ ‡ ‡ ‡ ‡

The manager¶s work The manager him/herself The manager¶s relationship with other people The manager as part of the organisation Criterion of general effectiveness